I Second that Emotion - Using Emotional Intelligence to Drive Customer and Employee Engagement
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Diane Magers, chair of the Customer Experience Professionals Association. Diane built a 25-year career as a CX executive at such companies as Sysco Foods and AT&T by bringing a thoughtful perspective on how to reimagine customer interactions through the lens of emotion. At CXPA, she is dedicated to advancing the customer experience field through research, developing standards, networking and promoting the profession. At Call to Loyalty 2016, Diane speaks about the role emotion plays in the customer experience.
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I Second that Emotion - Using Emotional Intelligence to Drive Customer and Employee Engagement
- 1. I Second That Emotion: Using Emotional Intelligence to Drive Customer (and Employee) Engagement Diane Magers, CCXP CEO, Customer Experience Professionals Association
- 3. #call2loyalty 3 Words Source: gigya.com The Engagement Ecosystem TM
- 4. #call2loyalty We want more than transactions… we want engaging experiences.
- 5. #call2loyalty Think of the last experience you had with an organization or brand where you were wowed! We want more than transactions… we want engaging experiences.
- 6. #call2loyalty Think of a bad experience you recently had with an organization or brand.
- 7. #call2loyalty Customer experience The customer’s perception of all the interactions they have with us and the value it creates for them. It is how we know and perform against their expectations. It is about the emotions we create with every interaction. It’s about understanding how to engage.
- 8. #call2loyalty What brands do Culture Service Sales Relationships People Marketing Products Price 8 Caring for the experience
- 9. #call2loyalty What brands do How we feel Culture Service Sales Relationships People Marketing Products Price 9 Caring for the experience
- 10. #call2loyalty What brands do How we feel How we respond Culture Service Sales Relationships People Marketing Products Price Stay or leaves Spends more or less Tells others Values relationship 10 Caring for the experience
- 11. #call2loyalty What brands do How we feel How we respond Impacts the brand Culture Service Sales Relationships People Marketing Products Price Stay or leaves Spends more or less Tells others Values relationship Revenue Share of wallet Reduce costs Referrals Retention New customers 11 Caring for the experience
- 12. #call2loyalty Touch point / Interaction People/process/systems/communications Emotion and Memory Feelings (conscious and subconscious) about the interaction Relationship The experiences/memories over time Loyalty Strong bonds and relationships Brand What customers expect, perceive and feel Business and Customer Value
- 13. #call2loyalty As employees, we expect and want engagement and connection at work want to be involved, consulted, provide ideas Engaged want 1:1 experiences and support, personal growth Personal empowered, recognized, rewarded Valued make a difference, give back, contribute Purpose
- 14. #call2loyalty Emotions throughout the journey
- 15. #call2loyalty Journey Mapping from the customer and employee’s perspective • Needs/Wants • Emotions • Psychographics • Expectations • Conversions • Triggers • Negative/Positive • Micro-interactions Journey mapping – emotion, upstream, value
- 16. #call2loyalty Maslow’s Hierarchy of Needs Emotional Needs Functional / Moment Needs Physiological Basic life needs – air, food, water, warmth, sleep Safety Protection, security, order, stability Belonging/Social Family, affection, relationships, work group Esteem Achievement, status, responsibility, reputation Cognitive Knowledge, meaning, self awareness Aesthetic Beauty, balance, form Self-Actualization Personal growth, self-fulfillment Transcendence Helping others self-actualize
- 17. #call2loyalty Cotton canvas tote $5.98 COACH tote $598 • I need important things close to me at all times • I need a shoulder bag so that my hands are free • I need to get inside my bag quickly • I need my friends to look to me for fashion advice • I want something beautiful with me • I need a bag that shows I am “in” and successful © 2016 customer Experience Catalysts. All rights reserved Oracle, 2014 Brands that succeed meet functional and emotional needs
- 18. #call2loyalty Rational and Conscious Emotional and Subconscious Beyond Philosophy, 2014 15% 85%
- 23. #call2loyalty . Adding the Human Element
- 24. #call2loyalty Social Viral Interactive Community-oriented Shareable Cool Proactive Predictive Prescriptive Simple Easy Effortless Personalized Insightful Contextual Smart Empowering Flexible Fast Responsive Trustworthy Fair Secure Private Persistent Available Builds my confidence Consistent Seamless Integrated Ecosystem-wide What customers want to feel and experience
- 25. #call2loyalty Brands have to inspire emotions that evoke position associations and results in the future Positive Emotions: Surprise, Happiness and Gratitude Brand Embassy, 2016 Negative Emotions: Anger, Frustration, Disappointment Trust & Retention Mistrust & Loss of Customer
- 26. #call2loyalty • Simple • Easy • Effortless • Guided • Touch point and total journey • Personalized • Insightful • Contextual • Smart • Understanding • Know me • Help me • Protect me • Share • Recommend Customer Effort Score Personalization Index Trust Index Dashboard of the Future
- 27. #call2loyalty “I’m convinced that it is feelings – and feelings alone – that account for the success of the Virgin brand in all its forms.” - Sir Richard Branson • Real time proactive, mobile chat (employees and customers) • Associates know - in almost real time data - what customers think and feel about flights and interactions • Fluid Insights - employee and customer groups work on opportunities using sentiment analysis
- 28. #call2loyalty Positive emotions: Happy, Pleased, Trusting, Valued, Cared for, Safe, Focused, Indulgent, Stimulated, Exploratory, Interested, Energetic. Negative emotions: Dissatisfied, Frustrated, Disappointed, Irritated, Stressed, Unhappy, Neglected, Hurried. How do you feel about service? Why? Net Emotional Value
- 29. #call2loyalty Feel, Felt and Found Customer: This Mac is just too expensive. Genius: I can see how you’d feel this way. I felt the price was a little high, but I found it’s a real value because of all the built-in software and capabilities.
- 31. #call2loyalty© 2016 customer Experience Catalysts. All rights reserved
Editor's Notes
- the best way to learn about customer experiences think about our own experiences. think the last experience you had with your organization or brand were you were wowed. Think about how that interaction make you feel. And, what you do differently as a result of that experience with the brand or company. Kari - provide your personal example here
- now think about a bad experience you recently had with an organization or brand. How did that experience make you feel, and how is it changed your behavior with the organization or brand. That company probably didn’t intend for you to have that experience, but that is what you’ll remember. We like to say that brands create experiences whether they are designed or not. so please keep those personal examples in your head as we walk through the rest of our discussion today
- NOTE: This slide is a build. So the brand and emotional connection But more meaningfully a brand is a promise- a distinct value offered. So impacting the brand is about how we engage with customers (even before someone is a customer). The brand experience is about a promise kept- delivering experiences that deliver on that promise that every point of interaction with the brand. Keeping that promise over time drives engagement. And engagement leads to brand loyalty.
- And our employees have the same exact expectations from us, about technology and the way the want to interact, as our customers do. They want 24/7 access to the most up to date, relevant information right when the need it. They want to work in an environment that is transparent, and collaborative, and matches the social mode of” getting things done” that they have come to love in their personal lives. They expect seamless integration of the data between the apps and systems they work across, and of course having it all in a mobile-first, easy to use, format across every device. And, our employees have the same expectations from their company as customers do They want 24/7 access to the most up to date, relevant information right when they need it They want to work in an environment that is transparent and collaborative, and social, just like they have come to love in their personal lives They expect seamless integration of data between apps and systems they work across And finally, they want it all mobile-first, easy to use, across every device
- Silos and working centered around the customer. Talk about Bridge as analogy. Using the blueprint we talked about before. We work between and throughout the organization. Co-locating, huddle meetings etc. We use “threading” – whether it is in journey mapping to thread the experience to content or to thread a single measure for customer’s emotional experience through to a key performance metric – to the impact of the single interaction on the brand….all show how the organization orchestrates around the customer. Forbes – 30% of companies report dysfunctional teams and deep organizational issues. So throw that with a change in customer experience. But often the issues are because of the silos and tunnel vision of the groups. Customers experience helps to mitigate that. Silos and a lack of integration among teams also pose challenges to the delivery of seamless, personalized customer interactions. Just 37% of respondents say the teams responsible for customer acquisition and interfacing regardless of lifecycle stage, are fully integrated. Half (49%) of all respondents indicate marketing and data teams are siloed. The top challenges to more integrated ways of communicating with customers include a lack of willingness to collaborate cross-team, and insufficiently evolved talent or technical capabilities to warrant integration. Organizations understand the benefit of utilizing customer lifetime value (CLV) metrics in strategic planning for acquisition, retention and revenue growth; however, regular usage rates are low. Over three-quarters of respondents indicate average and maximum potential CLV metrics are highly valuable to their planning. Only 58% regularly calculate average CLV, and 47% do not know potential maximum CLV. These low regular usage rates suggest that intention and action are disconnected. While organizations recognize the importance of a strategic approach to retaining customers for life, C-level marketers and technology executives are often left out of the process. The importance of a strategic approach is well understood by the businesses surveyed. Eighty-four percent report having a strategy in place, and 49% indicate it is an integral part of their overall business strategy. While 73% say the CEO is involved in developing that strategy, only 38% indicate the CMO is involved. Even fewer – 33% -- include the CIO in these conversations.
- Journey mapping is: Facilitation technique to help org think about and design from customer viewpoint. Starting in customer “shoes”, what they do, what they feel, what they think, and then designing around that experience.
- To understand CX you have to understand rational and conscious thought, plus emotional, subconscious thought. As the iceberg shows here rational and conscious, the part that is easy to see as it is above the water…is actually a small part of the iceberg…and it is all the stuff hidden that makes up the bulk. That is how it is with CX, below the surface. We see things, we feel things…and we act. And…more often than not…it is not rational action. A couple of examples… Examples given by team. Pull out emotional and subconscious Grocery store example – parking lot, carts, signage, Favorite restaurant example Empathy example – boots Grocery Store – parking lot, cart clean, signage, organized, stocked, how you are treated by the cashier, bagging groceries…..other than location, why do you choose a store? Boots example – new boots, husbands death, calls to customer service, explains and rep asks for order number In our next session we’ll talk more about the emotional and subconcious importance to a customers experience and how human or experience psychology contributes to how we, and our customers, interact with organizations.
- We have to connect in a rational and conscious and a subcounscious and emotional way with every interaction
- Personality is the climate where emotion is the weather
- Socialmedia.org Image Lastly, look at the customer. 360 view is not difficult. Create an audit of where you know about customers (data), what you know they feel, and identify the gaps. Developing a single customer view is a top organizational priority; however, technical challenges—including a multiplicity of systems, fragmentation of data and the resulting silos and complexity—slow progress.
- Here’s one person who built an empire on the human connection. Proactive Mobile Chat Improved conversion rates: Customers who chat convert at nearly 3.5 times the rate of those who do not Increase in average order value: Customers who chat have an average order value of more than 15% over those who self serve Reduced costs: Cost per chat is cheaper than both phone and email, saving on labor costs Improved customer experience: Customers' needs are met in real-time, raising Customer Satisfaction (CSAT) scores to over 80% Better resource planning: LP Chat has reduced email volume and backlog, allowing customer inquiries to be dealt with at first contact – use customer feedback and engage brightest employees across the organization to solve problems and issues
- We will intertwine how emotion and structure to improving customer and employee engagement can help you achieve goals